Measuring Principal Effectiveness Session 1

1. Measuring Principal Effectiveness Session 1 October 9, 2013

2. Welcome & Introductions • Think about the characteristics and behaviors of an effective principal. Ex. Fairly and consistently resolves conflicts • Independently write 2 or 3 examples of principal effectiveness on post-it notes. • Share with your table group. • Save your post-it notes for another activity later in the workshop.

3. Goals Participants will be able to… • Describe principal evaluation is an informative process, as opposed to an isolated event • Identify and implement the requirements for Phase III of Principal Effectiveness (if applicable) • Incorporate Principal Effectiveness into LEA evaluation systems, utilizing the following resources to build capacity: • Framework for Leadership • Types of Evidence • Possible Guiding Questions • Make connections between principal and teacher effectiveness

4. Principal EffectivenessWhy Important and Why Now? • Effective school leadership has an impact on developing a culture focused on student achievement. As noted in the Wallace Foundation report: “The School Principal as Leader”: • “They [principals] have to be leaders of learning who can develop a team to deliver effective instruction.” • Given Act 82, we are able to develop a Framework for Leadership in tandem with the deployment of the Danielson Framework for Teaching. 4

5. Principal Effectiveness Why Important and Why Now? (continued) • Focusing on leadership and teaching frameworks concurrently enables schools more opportunities to enhance student achievement and promote collaboration. • As the Commonwealth continues its work with the establishment of universal effectivenessframeworks, it is essential that building and system leaders have initial and on-going training to guarantee sustainability and reliability. 5

6. Developing a Framework: Our Journey Review of Existing Work From Other States Act 45 – Core and Corollary Standards Framework for Leadership Review of Research and Other Experts Consulted 6

7. Developing a Framework: Our Journey Review of Previous Work • Reviewed existing state models from North Carolina, Delaware, Washington, Tennessee, Kentucky, and Colorado. • Analyzed elements of the various models from the following perspectives: • The nine PA School Leadership Standards; Specifically the Core & Corollary Leadership Standards as mandated by Act 45 of 2007. • The leader’s role in improving student achievement. • The desire for measureable and constructive feedback to staff. • Conducted an extensive review of research linked to principal effectiveness. 7

8. Developing a Framework: Our Journey PA CORE Standards The leader… • has the knowledge and skills to think and plan strategically, creating an organizational vision around personalized student success. • is grounded in standards-based systems theory and design and is able to transfer that knowledge to his/her job as the architect of standards-based reform in the school. • knows how to access and use appropriate data to inform decision-making at all levels of the system.

9. Developing a Framework: Our Journey PA Corollary Standards The leader… • creates a culture of teaching and learning with an emphasis on learning. • manages resources for effective results. • collaborates, communicates, engages, and empowers others inside and outside of the organization to pursue excellence in learning. • cooperates in a fair and equitable manner with personal and professional dignity. • advocates for children and public education in the larger political, social, economic, legal, and cultural context. • supports professional growth of self and others through practice and inquiry.

10. Developing a Framework: Our Journey Review of Research and Other Experts Consulted

11. Developing a Framework: Our Journey Review of Research • Highlights from the Measures of Effective Teaching (MET) Report: • Principals have the greatest indirect impact on student learning. • An emphasis is needed for evaluators to be accredited and reaccredited after a set period of time to prevent rater drift. • Having multiple observers helps to validate the growth, improvement, and evaluation process. Resource: http://www.metproject.org/reports.php

12. Developing a Framework: Our Journey Review of Research (continued) • Highlights from the RAND Corporation Report: “First Year Principals in Urban School Districts”: • The report provided an analysis of the relationship between first year principals and achievementwithin urban school districts. • Results showed that when a principal leaves, student achievement suffers 2-3 years. Resource: http://www.rand.org/content/dam/rand/pubs/technical_reports/2012/RAND_TR1191.pdf

13. Developing a Framework: Our Journey Review of Research (continued) • Highlights from the Wallace Foundation Report: “The School Principal as Leader” include the following competencies for effective school leaders: • Share a vision of academic success for all students. • Create a climate hospitable to education. • Cultivate leadership in others. • Improve instruction. • Manage people, data, and processes to foster school improvement. Resource:http://www.wallacefoundation.org/knowledge-center/school-leadership/effective-principal-leadership/Documents/The-School-Principal-as-Leader-Guiding-Schools-to-Better-Teaching-and-Learning.pdf

14. Developing a Framework: Our Journey Review of Research (continued) • Highlights from the April 2010 Policy Brief, Center for Analysis of Longitudinal Data in Education Research (CALDER): • More effective principals are able to staff schools with more effective teachers. • Experience is a predictor of principal effectiveness. • The principal's job is complex; Effectiveness depends on sense of efficacy on tasks and how time is allocated for tasks. • Principal evaluations of teachers can offer valuable feedback on teacher performance, as opposed to student test scores alone. Resource: http://www.caldercenter.org/publications/calder-policy-brief-8.cfm

15. Developing a Framework: Our Journey Engaging Stakeholders and Expertise • Educational experts from national, state, and local levels have provided guidance throughout the process. Expertise employed includes: • Engagement with the Mid-Atlantic Regional Education Lab (REL) to facilitate collaboration with other states and to provide expertise in the validation of the Pennsylvania Framework for Leadership. • Partnership with the Gates Foundation to provide resources and expertise. • Seeking independent review of materials by the Technical Advisory Committee (TAC) from a systematic / sustainability perspective. 15

16. Developing a Framework: Our Journey Engaging Stakeholders and Expertise (continued) • Expertise includes: • Collaborating with superintendents and principals within and outside Pennsylvania to ensure a “practical” application of the Framework for Leadership. • Conducting stakeholder meetings (which include superintendents and principals) representing LEAs of various sizes and locations throughout the Commonwealth. 16

17. Developing a Framework: Our Journey Conducting Pilot Phases Various phases have been implemented to pilot the Framework for Leadership and additional supporting materials. Obtaining direct feedback from the field during each of these phases has been a critical piece. • Phase I (2011 – 12) • Feedback from a mini pilot indicated the need to develop a more robust framework and provide supporting resources. 17

18. Developing a Framework: Our Journey Conducting Pilot Phases (continued) • Phase II (2012 – 13) • Included 194 LEAs (districts, career and technical centers, charter schools). • 1,982 principals participated. • Surveys used to obtain qualitative feedback to inform Phase III (process, structure of Framework, resources, etc.). • Quantitative research is being conducted by Mathematica (through the Mid-Atlantic REL) to validate the Framework for Leadership. 18

19. Developing a Framework: Our Journey Conducting Pilot Phases (continued) • Phase III (2013 – 14) • Feedback from Phase II participants has resulted in the following enhancements being implemented for Phase III: • Inclusion of a new component 2g to the Framework for Leadership: Ensures a High Quality, High Performing Staff. • Updates to documents that outline Types of Evidence that can be used to inform the process. • Creation of a Connectedness document provides a focus on the relationship between the Framework for Leadership and the Danielson Framework for Teaching. • Creation of documents that include Possible Guiding Questions for strategic discussions among various stakeholders. • Updated process for implementation of Phase III. 19

20. Framework for Leadership Incorporating Act 82 of 2012 • Within Act 82, new requirements for Educator Effectiveness have been defined for teachers, principals, and education specialists. Specific to the principal are the evaluation categories of Planning and Preparation, School Environment, Delivery of Service, and Professional Development. • Utilizing the expertise previously identified, a Framework for Leadership was developed with a defined domain and component structure. An alignment of this framework structure to the Act 82 legislated categories was completed. 20

21. Framework for LeadershipAlignment with Act 82 21

22. Framework for Leadership Domains • The Framework for Leadership establishes a set of four leadership domains: • Domain 1: Strategic/Cultural Leadership • Domain 2: Systems Leadership • Domain 3: Leadership for Learning • Domain 4: Professional and Community Leadership • The Framework for Leadership contains specific components (with corresponding descriptors) to be included in each of the four domains. 22

23. Domain 1: Strategic/Cultural Leadership With Components Domain Descriptor: The school leader will systematically and collaboratively develop a positive culture to promote continuous student growth and staff development. The leader articulates and models a clear vision of the school’s culture that involves students, families, and staff. Components Included in Domain: • Creates an Organizational Vision, Mission, and Strategic Goals • Uses Data for Informed Decision Making • Builds a Collaborative and Empowering Work Environment • Leads Change Efforts for Continuous Improvement • Celebrates Accomplishments and Acknowledges Failures 23

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25. Domain 2: Systems LeadershipWith Components Domain Descriptor: The school leader will ensure that the school has processes and systems in place for budgeting, staffing, problem solving, communicating expectations and scheduling that result in organizing the work routines in the building. The school leader must efficiently, effectively, and safely manage the building to foster staff accountability and student achievement. Components Included in Domain: • Leverages Human and Financial Resources • Ensures School Safety • Complies with Federal, State, and LEA Mandates • Establishes and Implements Expectations for Students and Staff • Communicates Effectively and Strategically • Manages Conflict Constructively • Ensures a High Quality, High Performing Staff (added for Phase III) 25

26. Domain 3: Leadership for LearningWith Components Domain Descriptor: The school leader assures a Standards Aligned System is in place to address the linkage of curriculum, instruction, assessment, and data on student learning and teacher effectiveness based on research and best practices. Components Included in Domain: • Leads School Improvement Initiatives • Aligns Curricula, Instruction, and Assessments • Implements High Quality Instruction • Sets High Expectations for All Students • Maximizes Instructional Time 26

27. Domain 4: Professional and Community LeadershipWith Components Domain Descriptor: The school leader promotes the success of all students, the positive interactions among building stakeholders, and the professional growth of staff by acting with integrity, fairness and in an ethical manner. Components Included in Domain: • Maximizes Parent and Community Involvement and Outreach • Shows Professionalism • Supports Professional Growth 27

28. Types of EvidenceUsed to Support the Framework • Types of Evidence documents have been developed: • Principals  For each of the components within the Framework for Leadership, possible sources of evidence have been identified. • Evidence is provided as examples that LEAs can choose to bring to formative and summative evaluation sessions. NOT intended to be a “checklist.” • CTC Directors  A need existed to address the specific needs of CTCs, hence an expanded version of the Types of Evidence document was created. • Supervisors  Work will be starting to address the needs of other supervisors in unique roles/functions (such as special education supervisors). 28

29. Process for Principal Effectiveness Phase III - 2013-14 School Year The steps outlined below are intended to incorporate current LEA principal evaluation processes and enrich them with the Framework for Leadership. In addition, an LEAs comprehensive plan can be blended with the Framework for Leadership to attain principal effectiveness. Steps for Supervising Administrators (those conducting evaluations)… • Complete training offered by your Intermediate Unit during Fall 2013. • Review your current LEA evaluation process and incorporate the Framework for Leadership, Types of Evidence, and Possible Guiding Questions/Connectedness documents into your process. 29

30. Process for Principal Effectiveness Phase III - 2013-14 School Year (continued) Steps for Supervising Administrators (those conducting evaluations)… • The principal/assistant principal (person being evaluated) completes a self-assessment by highlighting areas within the Framework for Leadership that are to be of focus for the year. You as the supervising administrator should also complete an independent assessment of the areas you feel should be of focus for the principal/assistant principal. • Using the highlighted Framework for Leadership documents, conduct initial discussions to set agreed upon goals with your principal/assistant principal. Note that the Types of Evidence and Possible Guiding Questions/Connectedness documents are available to help frame the conversations. Such discussions may also help drive the creation of SLOs for principals. 30

31. Process for Principal Effectiveness Phase III - 2013-14 School Year (continued) Steps for Supervising Administrators (those conducting evaluations)… • Map out an agreed upon observation schedule and types of evidence to be collected throughout the year by you and the principal/assistant principal for each component that align to the goals. A minimum of 2 components from each domain must be completed; however, you are encouraged to include additional components if there will be evidence to support the additional components. Indicate “N/A” for those components not applicable. • Meet midway through the year to discuss progress. Provide written and/or oral feedback. Adjust goals, strategies and/or components, if needed, based on data and feedback. Again the Types of Evidence and Possible Guiding Questions/Connectedness documents are available to help frame the conversations. 31

32. Process for Principal Effectiveness Phase III - 2013-14 School Year (continued) Steps for Supervising Administrators (those conducting evaluations)… • The principal/assistant principal completes an End of Year (EOY) self-assessment by highlighting areas within the defined performance levels of Framework for Leadership and provides accompanying evidence to support these performance levels. You should also complete an independent EOY assessment with evidence you collected relative to the principal’s/assistant principal’s performance. • Conduct an End of Year (EOY) meeting with the principal/assistant principal to compare your assessment with the principal/assistant principal’s self-assessment to determine the final evaluation ratings. Again the Types of Evidence and Possible Guiding Questions/ Connectedness documents are available to help frame the conversations. 32

33. Data Requirements for Phase III2013-14 School Year • Quantitative Research  Supervising Administrators will submit ratings for components evaluated (minimum of 2 components per domain). • Data is submitted to researchers.- NOT PDE. • PDE only receives aggregate results from the researchers (no individualized results). • Supporting evidence and/or other documentation used to inform the evaluation process should NOT be submitted (local use only). • Qualitative Research  A survey will be sent after Phase III to obtain feedback on process and supporting resources (to be reviewed by the principal leadership team). 33

34. Multiple Measures Principal Effectiveness Ratings as Defined in Act 82 • For the overall principal effectiveness rating, we know that… • 50% will comprise the practice piece (Framework for Leadership). • 15% will be derived by the School Performance Profile. • 15% will be determined by a relationship between teacher PVAAS scores and teacher Danielson ratings (for those teachers with eligible PVAAS scores). • 20% will be developed using a wide range of indicators (Elective Data – SLOs for principals). 34

35. Principal Effectiveness System in Act 82 of 2012 Effective 2014-2015 SY • Observation/ Evidence • Framework for Leadership Domains • Strategic/Cultural Leadership • Systems Leadership • Leadership for Learning • Professional and Community Leadership Building Level Data/School Performance Profile Indicators of Academic Achievement Indicators of Closing the Achievement Gap, All Students Indicators of Closing the Achievement Gap, Subgroups Academic Growth PVAAS Other Academic Indicators Credit for Advanced Achievement Correlation/Relationship based on Teacher Level Measures PVAAS Elective Data/SLOs District Designed Measures and Examinations Nationally Recognized Standardized Tests Industry Certification Examinations Student Projects Pursuant to Local Requirements Student Portfolios Pursuant to Local Requirements

36. Rating ToolStarting in the 2014-15 School Year • A rating tool will be developed that incorporates all aspects of the Principal Effectiveness System such that a final rating for a principal can be determined. • Final ratings and all supporting evidence/documentation for individuals will be kept at the local level. Only aggregate ratings information will be submitted to PDE. • The rating tool will reflect a similar design as the one developed for teacher evaluation.

37. Measuring Principal Effectiveness Session 2 November 13, 2013

38. Goals Participants will be able to… • Describe principal evaluation is an informative process, as opposed to an isolated event • Identify and implement the requirements for Phase III of Principal Effectiveness (if applicable) • Incorporate Principal Effectiveness into LEA evaluation systems, utilizing the following resources to build capacity: • Framework for Leadership • Types of Evidence • Possible Guiding Questions • Make connections between principal and teacher effectiveness

39. ConnectednessBetween the Leadership and Danielson Frameworks • There is a broad connection between the Framework for Leadership (principal) and the Danielson Framework (teacher) that warrants close inspection. Although the differences are obvious in that they apply to different positions in the educational system, they have imperative systemic goals in common. The visual below illustrates this connectedness: Danielson Framework for Teaching Framework for Leadership Strategic Discussions Area of Commonality 39

40. Wise and Sundstrum in The Power of Coaching(2011) tell us……..“Teaching effectiveness and the commensurate ability to influence student academic performance remain critically dependent upon teaching behaviors and the ability to communicate meaningfully.”

41. Area of CommonalityBetween the Leadership and Danielson Frameworks (continued) • The two overlapping circles of principal and teacher effectiveness create an area of commonality. This area of commonality requires alignment of goals, effort and resources in a system that is student-centered. In the next slide, eight essential factors contribute to this area of commonality: Danielson Framework for Teaching Framework for Leadership Strategic Discussions Area of Commonality 41

42. Area of Commonality

43. What do we have in common? Teachers Administrators Successful students Safe school and communities A strong global economy An encouraging workplace A love of teaching and learning The camaraderie of our peers Appropriate support • Successful students • Safe schools and communities • A strong global economy • An encouraging workplace • A love of teaching and learning • The camaraderie of our peers • Appropriate support

44. Structured Supportfor Strategic Discussions about LearningTo ensure that principal and teacher effectiveness remain connected; highly strategic discussions regarding the eight essential factors must occur among all partners. Possible Guiding Questions Possible Guiding Questions Strategic discussions between principals and teachers • Strategic discussions between supervising administrators and principals

45. What Have We Gained ?

46. Paradigm Shifts • Now I think • effectiveness is based on evidence and data • average is over (Thomas Friedman) • it is about learning • we have a collegial responsibility • we can design learning based on standards and frameworks • conceptual understanding and application are essential • collaboration is necessary to be creative • I used to think • effectiveness is based on opinions and judgments • average and mediocrity was accepted in the classroom • it was about teaching • the principal told everyone what to do • instruction came from textbooks • facts and knowledge were the basics • isolation allowed me to be creative

47. Possible Guiding QuestionsTo Help Inform the Process • To ensure that principal and teacher effectiveness remain connected; highly strategic discussions regarding the seven essential factors must occur among all partners. • Two Possible Guiding Questions documents have been created to help inform both the vertical and horizontal discussions that should occur within the evaluative process for teachers and principals. More specifically these documents include… • Strategic Discussions Between Supervising Administrators and Principals. • Strategic Discussions Between Principals and Teachers. 47

48. Alignment with PIL Understanding what needs to change Learning how to change it

49. Alignment with PILPossible Approaches • Following the completion of initial training on the Danielson Framework for Teaching and certification for inter-rater reliability, principals will receive reinforcement of these concepts within the PIL program. • Incorporate teacher evaluation information into NISL Course 1(part of Principal Induction). • Currently PIL Induction participants must complete an Administrative Leadership Project (ALP). • As the ALP must be focused on improving student achievement, we would require that participants connect their individual ALP back to a specific domains in the evaluation tool. • Potential of creating a Professional Learning Community for the participants through SAS. 49

50. Alignment with PILPossible Approaches • Incorporate training on the Framework for Leadership into Course 1, Unit 3 (Principal Induction) where participants must focus on the elements of Standards-Based Instructional Systems, as found on SAS. • Incorporate training on the Framework for Leadership into Course 1, Unit 4 (Principal Induction) where participants could actually focus on the use of the framework in each of the domains. 50